Component Deep-Dive
The out-of-scope column is more important than the in-scope column because it sets the boundary where the project stops. An explicit list of what the project will not do is the single most effective defence against scope disputes.
Updated 27 April 2026
52%
of projects experience scope creep or uncontrolled scope change (PMI 2018 Pulse of the Profession)
1 column
an explicit out-of-scope list, with a reason beside each item, is the single highest-leverage part of a charter for preventing disputes
A scope description says what the project includes. A scope boundary says where the project stops. The boundary is what prevents the conversation that starts with "While you are at it, can you also..." and ends with a 40% budget overrun.
Weak
In scope: Website redesign
Strong
In scope: Redesign homepage, pricing, and signup. Out of scope: Do not redesign blog, docs, or help centre.
Weak
Mobile app (out of scope)
Strong
Do not build a native iOS or Android application
Weak
Do not include email marketing
Strong
Do not create email nurture sequences because the demand gen team owns email with a separate budget and roadmap
| In Scope | Out of Scope | Reason |
|---|---|---|
| Redesign homepage, pricing page, and signup flow | Do not redesign blog, documentation, or help centre | Blog redesign is a separate content strategy initiative (Q3) |
| Build responsive web application for desktop and tablet | Do not build native iOS or Android applications | 94% of enterprise users access from desktop browsers |
| Integrate with existing Stripe billing API | Do not migrate payment processor or change billing logic | Billing migration is a Finance-led project with separate budget |
| Deploy to production with blue-green deployment | Do not modify CI/CD pipeline or infrastructure | DevOps team manages infrastructure changes separately |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Create 12 landing pages for Q2 campaign verticals | Do not create email nurture sequences for leads | Email marketing is owned by the demand gen team |
| Produce 3 video testimonials with existing customers | Do not produce brand awareness or product demo videos | Brand team has separate video production budget |
| Set up conversion tracking for all 12 landing pages | Do not modify the marketing attribution model | Attribution model change requires executive approval and BI team |
| A/B test headline and CTA variants on top 3 pages | Do not test pricing or offer structure changes | Pricing changes require Product and Finance approval |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Replace HVAC system on all 3 floors including ductwork | Do not renovate plumbing, elevators, or structural elements | Plumbing and structural are assessed as code-compliant |
| Upgrade electrical panels to current NEC code | Do not install solar panels or renewable energy systems | Solar installation is a separate capital project pending ROI approval |
| Install building automation system for HVAC and lighting | Do not integrate BAS with tenant-specific systems | Tenant systems are tenant responsibility per lease terms |
| Obtain all required permits (mechanical, electrical, fire) | Do not apply for zoning variances or use changes | Building use classification is not changing |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Implement barcode verification on Med-Surg unit (48 beds) | Do not extend to ICU, ED, or outpatient units | Other units have different workflows requiring separate pilots |
| Redesign medication administration workflow for nursing staff | Do not change pharmacy dispensing or physician ordering processes | Pharmacy and ordering are separate CPOE improvement projects |
| Train all 62 nursing staff on new barcode workflow | Do not include travel nurses or per-diem staff training | Agency staff require separate onboarding process with staffing vendor |
| Monitor medication error rates for 90 days post-implementation | Do not conduct root cause analysis on pre-implementation errors | Historical RCA is a Quality department ongoing function |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Automate invoice capture for PDF and email invoices | Do not automate purchase order matching | PO matching requires procurement process redesign (Phase 2) |
| Integrate with SAP AP module for automated posting | Do not modify SAP configuration or master data | SAP changes require change advisory board approval |
| Build exception handling workflow for failed validations | Do not automate vendor onboarding or payment approvals | Vendor management is a Procurement-owned process |
| Train AP team on new system and exception process | Do not retrain on existing SAP functions | SAP training is part of ongoing IT training programme |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Deploy survey platform with department-level analytics | Do not conduct pulse surveys (annual survey only) | Pulse survey cadence is a separate HR strategy decision |
| Design 25-question validated engagement instrument | Do not redesign exit interview process | Exit interviews are a separate HR retention initiative |
| Build dashboards for HR and department managers | Do not integrate with HRIS for automated distribution | HRIS integration requires IT security review (4+ week lead time) |
| Include all full-time and part-time employees | Do not survey contractors, vendors, or temporary staff | Contractor engagement is managed through vendor contracts |
When someone asks "Can we also add X?" the answer is always the same process:
Document what is being requested, who requested it, and why.
Time impact (days/weeks), budget impact (dollars), risk impact (new risks introduced), and resource impact (who needs to do the work).
Option A: add to scope with timeline and budget adjustment. Option B: add to Phase 2. Option C: reject with documented reason.
Use the decision authority table from the charter. If the change is under the PM's authority threshold, the PM approves. If over, escalate to sponsor.
| Document | Purpose | Detail Level | When Created |
|---|---|---|---|
| Scope Statement | Narrative description of what the project includes | High-level (1 to 2 paragraphs) | Charter phase |
| Scope Boundary Table | In/out boundaries with reasons for exclusions | Medium (4 to 8 items per column) | Charter phase |
| Work Breakdown Structure | Task-level decomposition of all deliverables | Detailed (50 to 200+ work packages) | Planning phase |
Updated 2 May 2026